Ant Group, the Chinese fintech giant, has made a bold move into the humanoid robot sector with the launch of a new subsidiary, marking its latest venture in artificial intelligence (AI) beyond financial technology.

Shanghai Ant Lingbo Technology Co., Ltd., established in late 2024 with a registered capital of 100 million yuan (approximately US$14 million), has initiated an aggressive recruitment campaign for its facilities in Shanghai and Hangzhou.

According to industry experts, Ant’s technological strategy appears to focus on three main pillars: hardware autonomy, emphasising mechanical structure design and drive system development; domestic operating system development, including building underlying software frameworks and developer ecosystems; and intelligent motion control for stable performance in complex scenarios.

Also Read: Why robotics is just entering its prime phase

The move signals Ant Group’s commitment to developing a “self-controlled technology system” in robotics, potentially reducing dependency on external technologies.

This initiative comes as several Chinese tech giants increase their investments in humanoid robots and embodied intelligence.

Market analysts suggest that embodied intelligence, serving as a physical manifestation of AI technology, could potentially transform the service robot market. With major internet companies now entering the field with their own research and development initiatives, competition in China’s humanoid robot sector is expected to intensify significantly.

This expansion into robotics represents a significant diversification for Ant Group, which is primarily known for its digital payment platform Alipay and other financial technology services. The company’s entry into the humanoid robot market could signal a broader trend of fintech companies expanding into advanced technologies beyond their core business areas.

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The economic landscape of the past week has been shaped by a complex interplay of policy announcements, market reactions, and strategic corporate moves, all set against a backdrop of global uncertainty. At the forefront of these developments was President Trump’s indication of imposing tariffs on automobile, semiconductor, and pharmaceutical imports, potentially starting from April 2nd. This move, ostensibly aimed at encouraging foreign manufacturers to invest in US production facilities, could have profound implications, particularly for industries where international supply chains are deeply integrated.

The automobile sector, already navigating through the challenges of electrification and autonomous driving, now faces the added complexity of potential tariff hikes. For European carmakers like Volkswagen and BMW, and Asian giants like Toyota and Hyundai, the implications are stark. The tariffs could increase the cost of vehicles for US consumers, potentially dampening demand, or push these companies towards establishing or expanding manufacturing operations in the US This shift, while beneficial for local job creation, comes with its own set of challenges, including high setup costs, cultural integration, and the need for skilled labor. Moreover, the environmental impact of such a move could be significant, considering the carbon footprint associated with new production setups.

Despite these looming threats, US equity markets showed a tempered response. The MSCI US index managed a slight increase of 0.3 per cent, with gains predominantly in Energy and Materials sectors, suggesting perhaps an anticipation of benefits from increased domestic production or from sectors less directly impacted by the tariffs. However, this muted market reaction might also indicate a ‘wait-and-see’ approach from investors, expecting either negotiations or modifications to the tariff policy before its full implementation.

The Federal Reserve’s stance, as articulated by various officials, was to maintain current interest rates, reflecting a cautious approach to monetary policy amidst these trade uncertainties. Yet, the market’s expectation for a rate cut by September, as priced into futures, shows an underlying belief that the Fed might eventually need to counteract any adverse economic effects of these tariffs, like inflation or a slowdown in consumer spending. This is mirrored by a rise in the 10-year US Treasury yield to 4.55 per cent, suggesting a market adjusting to new realities of potentially higher inflation or a stronger dollar, which indeed rose by 0.5 per cent to above 107.

Also Read: The future of job market: Dramatic changes and cultural shifts

Gold’s steady hold near record highs, with a 1.4 per cent increase, underscores the market’s search for safety amid these geopolitical and trade tensions. Meanwhile, Brent crude oil’s recovery after OPEC+’s suggestion to delay supply increases could signal a tighter oil market, which might benefit energy companies but also stir inflation concerns.

In Asia, the economic narrative was somewhat divergent. The Reserve Bank of Australia’s rate cut to 4.10 per cent was a move to stimulate an economy facing external pressures, yet it came with warnings against expecting too much from further monetary easing. In China, the decline in the CSI300 index by 0.9 per cent reflected ongoing concerns about economic stability and the impact of US trade policies. The Hang Seng China Enterprises Index’s initial gains fizzled out, pointing to a cautious optimism regarding government support for the private sector.

Turning to the digital economy, significant movements are afoot in the cryptocurrency space. Robinhood Markets’ planned expansion into Singapore through Bitstamp, an exchange it acquired for US$200 million, highlights a strategic push into Asia’s burgeoning crypto market. This move not only aims at leveraging Bitstamp’s regulatory and institutional strengths but also reflects a broader trend of integrating cryptocurrencies into mainstream finance, albeit with careful consideration of regulatory landscapes.

Hong Kong’s proactive stance on digital assets was vividly illustrated at the Coindesk Consensus Hong Kong 2025 conference, where the CEO of the Securities and Futures Commission, Julia Leung, outlined plans for new crypto products like derivatives and margin lending. This aligns with Hong Kong’s ambition to become a leading center for digital assets, especially post the 2021 crypto ban in mainland China. The issuance of nine digital asset trading licenses, with more applications in review, and the drafting of stablecoin regulations, all point towards a strategic pivot to capitalise on the global crypto boom.

Also Read: Embracing AI’s promise: Navigating the future of marketing

From my perspective, these developments are indicative of a world where traditional economic structures are being challenged by new policies and technological advancements. The potential tariffs could lead to a reconfiguration of global supply chains, impacting not just trade but also environmental and employment policies. The Fed’s cautious approach to interest rates reflects a delicate balancing act between supporting growth and controlling inflation. Meanwhile, the rise of digital assets in regulated markets like Hong Kong and Singapore signifies a shift towards a more tech-driven financial ecosystem, where regulation will play a crucial role in shaping market dynamics.

This economic juncture requires companies and investors to be agile, adapting not just to policy changes but also to technological innovations. The interplay between these economic, regulatory, and technological shifts will continue to define the strategies and fortunes of businesses worldwide, making this a critical time for strategic foresight and adaptability.

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GCS’s CSO Arthur Huang

In an era where cloud computing has become the backbone of digital innovation, Taiwanese firm Grandtech Cloud Services (GCS) seeks to carve out a distinctive niche by positioning itself as more than just another cloud service provider.

Through its “Friend to Startups” (F2SU) model, the company has emerged as a vital partner in the Asia-Pacific startup ecosystem, offering a proposition that extends far beyond traditional cloud services.

At the heart of GCS’s approach lies a cloud aggregation model that pools resources from major providers like AWS and Google Cloud, passing on substantial cost savings to its clients. But what truly sets the company apart is its deep integration within the startup community, providing comprehensive support from the seed stage through to IPO and beyond.

With consistent quarter-on-quarter growth and an overseas revenue share exceeding 50 per cent, GCS has demonstrated the scalability of its model. Under the leadership of CSO Arthur Huang and GTM Head Asia Pacific Justin Tiew Senn, the company is now accelerating its expansion across the region, with a particular focus on Japan, Singapore, and the Australia-New Zealand market, while preparing for its own IPO to fuel further growth.

e27 spoke with Huang and Senn to learn more about its business model, startup offerings, and IPO plans.

Below are the edited excerpts:

GCS’s mission is to empower founders to achieve business success globally. How does GCS’s approach specifically cater to the unique needs and challenges of tech startups, and what is its “Friend to Startups” (F2SU) model?

Senn: GCS’s primary focus is on serving startups, especially cloud-native ones. Unlike other cloud providers, which attempt to serve all types of clients, GCS concentrates its resources on understanding and meeting startups’ specific demands.

Through F2SU, GCS goes beyond providing cloud services and connects startups with VC firms, accelerators, and other resources and provides mentorship for their business challenges.

Also Read: A new dawn in the post-2G era: How cloud technology can propel the telco industry to new heights

The core of the F2SU model is deep integration within the startup ecosystem, providing support at various stages of development. This includes:

From beginning to seed round: Experience sharing in entrepreneurship, providing sponsorship for cloud usage, and mentoring startups through early-stage challenges

Pre-Series A to B round: Facilitate connections with VCs to secure more financial support and strategic partnerships while optimising cloud service costs.

Series B round: Parent company Grandtech’s Asian base helps startups replicate regional business models cross-border, plus support ground pushing and deepen local partner networks.

Series C round to future: Grandtech as a CVC and strategic partner for enterprises, GT helps startups expand and foster collaborations with customers and startups, achieving mutual growth.

Late stage & pre-IPO: Facilitate alliances across borders and industries among startups, providing diverse strategies such as IPOs, mergers, acquisitions, and sales options.

IPO/post-IPO & grow beyond: Support new economy development, connect with the Taipei Exchange to facilitate startups IPOs, address post-IPO needs by introducing more investors to raise funds, aiming for unlimited growth.

The firm operates on a cloud aggregation and sharing model. Can you elaborate on how this model benefits startups compared to traditional cloud services?

Senn: Unlike traditional cloud service providers, GCS operates as a cloud service operator building virtual data centres aggregating resources from major providers such as AWS and Google Cloud to secure significant discounts. These cost savings are shared with clients, enabling startups to access services at competitive rates.

Our ARMIN platform further enhances this model by offering real-time multi-cloud usage monitoring, cost optimisation tools, and simplified resource sharing. This approach reduces costs, improves scalability, and ensures startups have the flexibility to adapt as their needs evolve.

The success of aggregation hinges on customer retention and lifetime value (LTV). Stable customer retention directly translates to more efficient aggregation results.

GCS has seen consistent revenue growth in its cloud services. What are the key drivers behind this growth, and what future growth avenues are you exploring?

Huang: GCS’s revenue growth is driven by its focus on cloud-native startups, efficient resource aggregation, and its in-house FinOps platform ARMIN, which enhances customer retention and cloud spending. Strategic international expansion, particularly in high-growth markets like Japan and Southeast Asia, has also contributed significantly.

Future growth will come from entering the AI computing market, offering GPU cloud services, and strengthening partnerships within the startup ecosystem.

Cloud’s borderless nature is inherent to GCS’s business model, enabling seamless geo expansion with key scalability advantages:

Headquarters-led operations: GCS employs a headquarters-led operating model, enabling rapid replication of successful strategies across new markets.

Ease of F2SU evangelisation: Startups globally face similar challenges, making F2SU a universally valuable solution across all regions.

Also Read: Is the future of AI decentralised? Cloud computing holds the key

Shorter sales cycles: Startups generally have shorter decision-making processes, facilitating faster customer acquisition for GCS in any new markets.

GCS has achieved record high revenue and profit in 2024 Q3. What factors contributed to this performance, and is this level of growth sustainable?

Huang: For the cloud services business in Q3 2024, revenue grew 11 per cent QoQ, marking the 19th consecutive quarter of growth. This growth was driven by organic growth from startups and new market expansion, particularly in Japan. Sustaining this growth will require continuous innovation, expanding the customer base, and replicating successful market strategies in new regions.

The company’s overseas revenue share has exceeded 50 per cent. What is your international expansion strategy, and which markets are you prioritising beyond Japan?

Huang: GCS’s international expansion strategy involves forming joint ventures (JVs), establishing subsidiaries, and leveraging its standardised headquarters-led operational model to scale efficiently. Priority markets include accelerating the development of the Singapore market and entering new markets in Australia and New Zealand.

Our new geo expansion strategy is flexible market entry. GCS is not limited to establishing subsidiaries for expansion. It also considers JVs with local partners to quickly capture market share. This adaptable strategy allows them to choose the most suitable entry method for different markets. GCS replicates its successful experiences from Japan’s expansion. Using the headquarters-led model, we accelerate entry into new markets, reduce costs, and increase success rates.

You have strategic alliances with AC Ventures and Headline Asia. How do these collaborations facilitate your expansion into new markets, especially in Southeast Asia and Japan?

Justin Tiew Senn, VP, GTM Head Asia Pacific at GCS

Senn: In 2021 and 2022, our parent company Grandtech invested in Headline Asia and AC Ventures, establishing core ecosystem partnerships for GCS F2SU and connecting to international value chains.

Headline Asia, formed by the merger of Japan-based Infinite Ventures and e.Ventures (primarily focused on Europe and the US), became a global venture capital firm. GCS positioned itself as Headline Asia’s Premier Cloud Partner in Northeast Asia.

Additionally, GCS became a Premier Cloud Partner of AC Ventures, leveraging the partnership to enhance the startup ecosystem in Southeast Asia.

GCS is focused on identifying high-quality startups and enhancing synergies through investments. Can you elaborate on the investment strategy and how it benefits GCS and the startups it invests in?

Huang: Through its F2SU philosophy, GCS integrates deeply into the startup ecosystem, offering not only cloud services but also resource connections and market opportunities. Strategic investments, which we call “Buy Revenue,” enable GCS to accelerate its presence in Mega Account startups while fostering mutual growth with them. This strategy ensures startups receive the support needed to scale quickly while GCS benefits from their success. However, we are highly selective in our Buy Revenue strategy.

What are GCS’s long-term goals? Where do you see the company in the next three to five years, especially in relation to the Southeast Asian startup ecosystem?

Senn: GCS aims to become a global cloud services leader by deepening its startup ecosystem extension and regionalisation. GCS’s vision is to “empower global entrepreneurs, promote business success, and jointly build a better world”. This signifies a focus that extends beyond Asia to establish a worldwide presence.

On the other hand, GCS strives to be the preferred partner for startups, emphasising its F2SU philosophy. Aiming to be the go-to cloud service provider that understands the unique needs of startups at every stage of growth.

Also Read: Connecting clouds in SEA: How to ensure interoperability in the hybrid and multi-cloud context

In Southeast Asia, the company will accelerate market expansion, especially in Singapore, solidify its presence through ecosystem partnerships, evangelise F2SU value, and support startups in cross-border scaling. Startups face unique, localised challenges, especially in multi-jurisdictional Southeast Asia, where GCS’ support and growth network across the different countries can be of tremendous help.

We learnt that GCS is launching an IPO on the Taipei Exchange. What are your primary goals through this IPO, and how will it shape the company’s long-term vision?

Huang: The IPO is not just about fundraising for GCS but also about realising its long-term strategic vision. It will help GCS increase corporate visibility, expand its market influence, attract top talents and R&D investment, accelerate global expansion, and solidify its leading position in the startup ecosystem. The IPO will also compel GCS to establish a more robust corporate governance framework, working towards long-term sustainable operations.

All these factors will contribute to achieving its vision of “empowering global entrepreneurs, promoting business success, and building a better world together”.

How will the funds raised from the IPO be allocated, and what key areas will you prioritise for investment?

Huang: GCS will use the funds raised from its IPO to prioritise investments in business expansion, technology R&D, talent acquisition and development, and strengthening connections within the startup ecosystem. The company will focus on developing its cloud operator model, its FinOps platform ARMIN/ARGUS, AI compute power offerings, and international market expansion. These investments will help GCS achieve its long-term growth objectives and solidify its leading position in the cloud services arena.

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Small and medium-sized enterprises (SMEs) often lack access to the digital tools that larger companies use to transform their operations. With constrained budgets, they face challenges in acquiring, integrating, and managing new software, hardware, and technologies. 

Without the right tools, SMEs struggle to digitise workflows, collect and analyse customer data, and automate repetitive tasks. This blocker hampers their ability to keep up with the rapid pace of digital change and innovation in their industries.

However, with digital transformation comes a different set of challenges, particularly regarding its environmental footprint. According to the World Economic Forum, “if [e-waste management] is left unchecked, [its impact] could undermine the worldwide efforts to contain global temperature rise within 1.5°C above pre-industrial levels by 2050.” With the increasing volume of e-waste, both imported and domestic, there is a growing demand for effective e-waste management to support a sustainable transition to digital technologies.

There is a pressing need for a solution that can offset the costs of keeping outdated or trading in new technologies while minimising the environmental damage brought by digital transformation. For the SMEs side, staying on top of the competition while achieving sustainable success is essential, and there is a massive opportunity for a robust solution that can balance both.

Tech leasing as a solution for SMEs

Tech leasing solutions can significantly benefit SMEs in Singapore by providing access to the latest innovations and driving digital transformation while also supporting sustainability efforts. With limited capital allocations available, leasing offers a cost-effective alternative, allowing businesses to acquire cutting-edge tools without the hefty upfront costs. This enables SMEs to enhance productivity and streamline operations tailored to their specific requirements.

Apart from its accessibility, leasing provides flexibility, allowing SMEs to upgrade to newer, more efficient technologies as they become available. This adaptability ensures that businesses can continually leverage the latest advancements, fostering innovation and growth. 

Moreover, leasing agreements often include maintenance and support, reducing the operational burdens on SMEs and ensuring optimal performance of the leased equipment.

From a sustainability perspective, leasing promotes the responsible use of resources. Instead of discarding outdated equipment, leasing encourages a circular economy where technology can be refurbished, reused, or recycled. This helps reduce electronic waste and the environmental impact of constant technology upgrades. 

Additionally, newer leased technologies are typically more energy-efficient, contributing to lower energy consumption and carbon footprints. In Singapore’s push for sustainability and digital innovation, leasing offers SMEs a pathway to growth while aligning with environmental goals.

Speaking with Lionel Chiong, Head of GB NXT, he underscores their commitment that “Beyond performance, a commitment to sustainability is integral. We offer leasing solutions that align with environmentally responsible practices.”

Also read: GB Helios: Empowering SMEs with tailored and innovative financial solutions

Discover GB Helios’ tailored tech leasing solutions

To successfully provide the right tech leasing solutions, a deep understanding of Singapore’s local business needs and challenges is crucial. As a Singaporean company, GB Helios’ is able to craft tailored leasing solutions, as they believe in building a sustainability partnership with their stakeholders.

This balanced approach—leveraging innovation while prioritising sustainability—supports businesses in achieving their objectives while contributing positively to the broader community and environment. Drawing on over four decades of experience in distribution and leasing, GB Helios’ expertise is reflected in its design to address unique operational goals. 

Through GB NXT, one of their flagship initiatives, companies are able to capitalise on three types of tech leasing solutions. 

Finance Lease

This finance lease solution offers a comprehensive 100% financing structure, encompassing not just the equipment but also soft costs like software, services, and installation.

Its holistic approach ensures that SMEs will have everything they need to operate efficiently without the financial strain of full upfront payment. At the end of the lease term, there is the flexibility to either return the equipment or opt for purchase, allowing these organisations to make decisions that best suit their evolving needs.

Fair Market Value Lease

The Fair Market Value lease plan is designed for businesses seeking lower monthly repayments. Under this arrangement, GB NXT retains ownership of the equipment, while businesses enjoy the right to use these assets. This plan is particularly advantageous for companies looking to balance their budget without compromising on technology quality. At the end of the lease, companies may return the assets or continue to pay for their use, providing significant flexibility in managing technology resources.

Sell & Leaseback

This program is ideal for businesses with substantial asset acquisitions, offering unique opportunities for owners to improve their cash flow.

Owners can opt to sell their technology to GB NXT, who would eventually lease the assets back. Essentially, SMEs can convert their owned resources into liquid capital while retaining their use.

This is an effective strategy to remove depreciating assets from the balance sheet, which in turn, enhances company’s financial flexibility. With GB NXT, businesses are able to reallocate resources more effectively and focus on core operations.

How GB NXT’s sell & leaseback solution empowers businesses

Financing solutions are available for different types of equipment across a varied set of industries. GB NXT can cater to standard IT equipment, audio and visual equipment, state-of-the-art fitness equipment, medical equipment, diagnostic tools, treatment devices, and other categories that would suit specific requirements and budgets.

Customers and partners alike cite flexibility and accessibility as game-changers that boost sales significantly. Go Circular, a manufacturer and supplier of food waste composting machines, has partnered with GB NXT to help clients access high-quality equipment without the financial burden of full upfront payment.

Benjamin Tan of Go Circular claims that “GB NXT’s seamless process ensures quick approvals and smooth payment terms, making it easier for us to close deals and build long-term relationships with customers.” He adds, “This partnership has opened new doors, allowing us to cater to a broader audience and scale our business in a competitive market. The ability to offer various options has truly given our customers the financial flexibility they need to make informed purchasing decisions.”

Beyond the financial advantages, GB NXT’s tech leasing solutions align with broader sustainability goals, making them an attractive choice for businesses committed to environmental responsibility. Clients like Go Circular not only benefit from enhanced cash flow and sales growth but also take pride in supporting the circular economy. By offering flexible leasing options, GB NXT enables businesses to extend the lifecycle of high-value equipment, reduce digital and electronic waste, and contribute to a more sustainable business ecosystem.

This partnership model underscores the growing demand for financing solutions that go beyond transactions—helping companies scale while reinforcing their commitment to responsible and sustainable business practices.

Also read: Tech SMEs play key role in fuelling Asia’s digital economy boom

Getting started with technology leasing in Singapore

Armed with an understanding of the realities of the Singaporean business landscape, GB NXT believes in empowering local businesses to access cutting-edge technology—tools that help them remain competitive in a fast-evolving marketplace. With their leasing solutions, SMEs are able to limit their digital transformation waste and adopt sustainable growth practices without compromising financial health.

As a result, diverse local businesses are able to support Singapore’s long term digital transformation and sustainability initiatives, ensuring a more positive future.

To find out how GB Helios and GB NXT can help your business, email talktous@gbhelios.com.sg today.

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This article is produced by e27, sponsored by GB Helios.

We can share your story at e27, too. Engage the Southeast Asian tech ecosystem by bringing your story to the world. Reach out to us here!

Image credit: GB Helios

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About GB Helios

A one-stop financial institution providing not only traditional financing solutions but also innovative enterprise loans in Singapore, all customisable to specific business needs. Today, it is one of the leading non-bank financial institutions to offer one-stop financial solutions – from Factoring, Term Loans, and Business Property Loans to customisable alternative financing solutions such as Embedded Financing, Venture Debt, and Revenue-based Financing. Visit the GB Helios website for more information. 

About GB NXT

GB NXT provides flexible and innovative technology leasing solutions designed to help businesses access the latest equipment while optimizing cash flow and sustainability. With tailored financing options, including Finance Lease, Fair Market Value Lease, and Sell & Leaseback, GB NXT empowers companies across various industries to stay competitive without the financial burden of full upfront payments. Visit the GB NXT website for more information.

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Artificial Intelligence (AI) is driving a paradigm shift in the telecommunications (telecom) industry, ushering in a new era of innovation and efficiency. With its ability to automate processes, personalise customer interactions, and optimise network operations, AI is setting new standards for customer satisfaction and operational efficiency. Telecom companies can now deliver more responsive, intuitive, and customised services that meet the high expectations of today’s consumers.

An NVIDIA report shows that 48 per cent of telecom professionals prioritise enhancing customer experiences as the top AI opportunity for the industry. Yet, despite the excitement around AI’s potential, companies struggle with effective adoption due to a disconnect between AI’s potential and practical adoption.

As AI rapidly becomes essential to delivering seamless, efficient support, what’s holding the telecom industry back from fully integrating it across their operations?

Why are telecoms disconnected from AI?

Many telecom companies struggle with AI adoption due to challenges integrating AI into legacy infrastructures which were never designed to accommodate it. Successful AI integration requires significant investments to modernise outdated systems, but they are often not aligned with top-level management priorities and face limited technical talent and immature technology.

A McKinsey survey found that 85 per cent of executives hesitate to attribute more than 20 per cent of revenue or cost savings to developing AI. While telecoms generate vast amounts of data from customer interactions, network metrics, and IoT devices, much of this data is siloed across different islands of knowledge.

Some promising AI solutions may work in theory but in reality, fail to access relevant information or meet standards for enterprise use. To unlock AI’s full potential, telecoms must rethink their approach to data, allowing AI to provide real-time, actionable insights.

Amplifying AI’s potential in telecom through the context mesh

At its core, AI is driven by connected data. This connected data forms the knowledge foundation for AI systems, and powers use cases such as optimising network operations or enhancing customer interactions. As such, the real-time flow of precisely targeted information across the organisation network is critical. For most telcos, this is where a “context mesh” comes in – providing AI with the real-world context needed to maximise its full potential.

A context mesh operates through an event-driven architecture (EDA) which enables hyper-connected systems to respond instantly to real-time events. With EDA, data flows smoothly across the network, so that events – such as a customer nearing their data usage limit or a network disruption – are immediately communicated and lets telecom companies respond quickly and effectively.

Also Read: Transforming customer service: AI ‘artificial empathy’ holds the key

The context mesh relies on an event mesh, a network of interconnected event brokers designed to seamlessly route event-driven data in real-time across various systems, clouds, or protocols involved. The event mesh captures and routes these signals, and when combined with AI, it evolves into a context mesh, adding the situational context that AI needs to operate more effectively.

For example, when a customer reaches 90 per cent of their data usage, the context mesh allows the system to draw on additional information – like the customer’s data usage trends or location. The telecom provider can then send personalised notifications, such as top-up offers or a custom data package that fits the customer’s needs.

This enables instant responses to shifting conditions, triggering actions to improve customer experience and, by extension, loyalty. By maintaining real-time data flow across all connected systems a context mesh keeps telecoms agile, responsive, and better equipped to meet customer needs.

Speeding up decision-making signals

A context mesh provides real-time context data to both human decision-makers and AI agents, improving decision-making quality and speed. For telecom companies, the flood of information can hinder timely responses, but AI-driven insights help leaders quickly act on critical changes, and minimise risks associated with outdated data. This enables more agile, strategic decisions that swiftly address customer needs, network performance, and market shifts, ultimately improving operational efficiency and enhancing the customer experience.

For instance, when a customer call is unexpectedly dropped, the network monitoring system detects the issue and triggers automated responses. The premium subscriber system initiatives a compensation program, while loyalty and provisioning systems take appropriate actions. This rapid response, facilitated by the context mesh, allows telecom leaders to swiftly resolve customer concerns, enhancing satisfaction and loyalty while minimising the impact of network issues.

Boosting customer experiences

By enabling AI applications to access comprehensive and up-to-date customer data, a context mesh facilitates the delivery of highly personalised telecom subscribers. For example, a customer streaming video on a busy network could receive a bandwidth-optimised experience or even an upgrade offer to a higher-speed plan that matches their needs. By delivering personalised and timely solutions, telecoms can create a smoother, more valuable experience that resonates with customers, fostering loyalty and enhancing brand reputation.

Also Read: Will China lead the Artificial Intelligence game by 2030?

Looking to agentic AI

As telecom companies evolve their AI investments, embracing agentic AI means tapping into  greater cognitive intelligence. Capable of being highly adaptable and able to continuously adjust to their surroundings, these AI systems can help telecom providers streamline their operations and enhance customer experiences.

By navigating complex IT landscapes, agentic AI delivers self-serve capabilities that boost operational efficiency across multiple channels. When combined with a context mesh, which acts as the real-time pulse of the organisation, agentic AI can process disparate signals from thousands of interconnected systems, turning them into actionable insights and immediate responses. This is especially critical as traditional data warehouses often fall short due to outdated information and inaccuracies.

Ultimately, agentic AI and a context mesh, when paired together, enable telecom providers to transition from reactive to proactive service models, fostering a more responsive, intuitive approach that boosts both operational performance and customer satisfaction.

Tuning into customer needs

Today’s customers expect fast, efficient, and personalised service from their telecom providers, from first interaction through to post-purchase support. Meeting these expectations is critical to driving business growth and fostering customer loyalty.

With the advent of AI, this vast reservoir of previously untapped data transforms into fertile ground for opportunities to cultivate new services, improve existing ones, and elevate customer experiences while streamlining operations. However, the road to successful adoption comes with its challenges. By strategically implementing a context mesh, telecom companies can deliver real-time data and context to AI agents and models, propelling their organisations forward in the AI era.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

Join us on Instagram, Facebook, X, and LinkedIn to stay connected.

Image credit: Canva Pro

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Visual content development is one of the key components that aid in the growth of a business, especially for startups. With the high competition in the industry, startups have to make sure they are always aligned with the recent trends and technologies. The startup ecosystem is bound to change rapidly with the future advancements of technology, changing consumer preferences, and the need for increased reliance on digital platforms.

This article intends to analyse the current trends in visual marketing and content creation, particularly how these changes can help startups bolster their brands.

Personal visual experience

Out of the many existing paradigms in visual content creation, one of the most important is personalisation. Customers do not want simple content anymore. They look for experiences that meet their individual preferences, interests, and requirements. Customers have a wide latitude when it comes to personalisation; it can include anything from regular visual advertisements changing to suit the user’s data, to product videos and images tailor-made to suit certain segments of audiences.

For example, advanced tech tools enabled by AI (artificial intelligence) and machine learning allow businesses to capture user data, understand their behaviour, and create graphics that resonate with their preferences. In this regard, email marketing along with social media advertising can help to achieve closer connections with the desired audience. As a result, startup companies get a stronger bond with their customers and are able to increase customer loyalty and grow conversion rates.

The rise of video content

Video content is regarded as one of the strongest visual forms of communication, and it looks like this will not change any time soon. Startups need video integrated into their marketing strategies like never before since it’s predicted that by the year 2026, more than 82 per cent of all consumer internet traffic will be online videos. Therefore, it is imperative to grab attention by using innovative strategies with videos.

The boom of short-form video content is unprecedented. TikTok, Instagram Reels, and Youtube Shorts changed the standards of content consumption. They have opened doors for startups to accelerate their growth with viral content in the form of shareable, short videos. Live streams are also becoming more popular which gives brands a chance to interact with the audience in real time, showcase products, give tutorials, and conduct Q&A sessions.

Utilising video for marketing allows startups to tell their brand story, demonstrate their products or services, and establish a deeper connection with their customers.

Also Read: The secret sauce of how brands and creators use video for growth and success

Augmented Reality (AR) and Virtual Reality (VR)

AR and VR are no longer limited to games and entertainment. These immersive technologies are becoming increasingly important for marketing and visual content creation. Startups have the ability to use AR and VR to create truly unique and captivating customer experiences.

For instance, furniture startups are already using AR so potential customers can see how pieces would look in their actual environment prior to purchase. Fashion retailers allow consumers to try on clothing or makeup virtually. Startups are able to increase customer engagement and satisfaction through virtual product trials or immersive brand experiences while gaining a competitive edge.

The use of AR and VR in visual content is sure to transform the landscape for startups across various industries like retail, real estate, education, and many more. Startups will look to harness the growing usability of AR and VR technologies as they become more affordable and accessible.

User Generated Content (UGC)

In this era of social media, user-generated content (UGC) has proven to be the best in terms of authentic brand building. Startups can gain massively by getting customers to capture and share their own content. Be it through reviews, social media posts, or pictures of products, UGC offers startups active free promotions and serves as social proof.

To harness the power of UGC, startups need to build a community around their brand and make efforts to engage and encourage them to share experiences. Customers can be incentivised through contests, discounts, or featuring their content on the company’s social media or website, and in turn, they become brand advocates which enhances trust and loyalty.

Interactive visual content

Interactive content has emerged as a leading trend that is predicted to change the way In which startups outreach their audiences. From polls, quizzes, and infographics to gamified versions of content, it allows users to take part actively and not just be passive consumers.

This trend corresponds well with customers’ eagerness to manage their experiences more. Startups can increase user interaction, and website retention time, and glean important information about customers’ tastes by developing functional graphics. Furthermore, customer feedback, leads, or even sales through product visualisers can be captured by interactive content.

Also Read: How video production can boost your brand’s reach

How modern digital tools improve image performance

To satisfy the need for speedy and quality visuals, startups have to automate image performance enhancement processes through sophisticated digital tools. Image-focused businesses stand to greatly benefit from platforms and applications that automate image optimisation, compression, and file conversion. Such automation helps ensure visual content retains quality during optimisation for various devices and platforms while becoming much easier to use and more appealing to users.

The influence of visual storytelling

In the end, brand building within the startup ecosystem will always depend on compelling visuals. Most consumers will interact with a brand that gives a genuinely compelling story told using visuals. Startups can leverage images, videos, or even a combination of both to enact visual storytelling that gives a human touch to their brands to communicate their values better.

Startups should create compelling narratives for their audiences through customer success stories, behind-the-scenes videos, or brand mission graphics. Visual storytelling grabs attention and enables brands to form deeper connections with their customers.

Conclusion

The upcoming years are nothing short of amazing for the startup ecosystem considering the trends of personalisation, video, AR/VR, interactive visuals, user-generated content, and more. These advances pave the way for fresh opportunities for startups to engage their audience creatively and meaningfully.

As digital tools continue to enhance content performance and streamline processes, startups will have more options to easily create visually stunning and impactful pieces of content. Adapting to these changes will be essential to remain relevant in a drastically changing visually oriented and competitive economy.

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It is unrealistic for an organisation to conduct a company-wide meeting or a town hall tailored to each employee’s unique needs, as different people have different personalities, grasping powers, and learning habits. This could impact the effective delivery of the message that the organisation wants to convey. Some employees may not fully grasp the message, which could often lead to their disengagement and disconnect.

What is the way out of this problem? More specifically, how can communication be made more inclusive and effective?   

The answer lies in ‘personalisation’.

The rise of personalisation in a digital-first world

We live in a digital-first world where audience needs are fast evolving. As the world progresses and the communication industry undergoes a revolution, companies will have to be more inclusive in their communications with employees and customers to stay ahead of the game. 

This is where ‘personalisation’ comes into the picture.

Personalisation is now a widely used term in business parlance. It is critical for businesses today because it enables companies to deliver tailored experiences that meet individual needs, enhancing satisfaction, loyalty, and overall engagement. As a result, employees feel valued and are more likely to feel understood and appreciated, leading to a more positive and memorable experience.

Personalisation can significantly impact large organisations with multiple offices or global operations, where cultural nuances, time zones, age, and life experiences influence how employees connect and engage. Employees who don’t understand an organisation’s mission, values, and goals may feel disconnected. This lack of clarity and communication can lead to costly turnover, disengagement, and talent attrition. 

It is even more essential in smaller organisations each person’s contributions are more critical to the business. Poor communication can lead to increased recruitment costs and brain drain, thus, personalised engagement has a heightened impact on small teams.  

However, many industries and businesses have struggled to keep pace with these evolving audience needs, leading to employee churn. According to a 2023 survey, many companies faced challenges in terms of employee engagement, with 51 per cent of disengaged employees actively seeking new job opportunities.  

Engaging the future workforce: The Gen Z factor

Understanding your team on a deeper level—knowing the type of communication that engages them—is critical here. It’s not about broad lifestyle choices like enjoying beach walks versus mountain climbing. Instead, it’s about understanding how someone prefers to consume content. ‘Are they more introverted or extroverted? ‘Do they enjoy routine or seek new experiences?’ 

Also Read: Unlocking personalisation mastery: 7 principles of intelligent customisation

When companies tailor messages to individual preferences—whether through videos, presentations, or emails—the content resonates more deeply. This personalised approach ensures employees receive information in formats they find engaging and tones that speak to them, fostering a more engaged and cohesive organisation.

For instance, a customised video message from leadership that reflects the specific goals of a team can make each member feel like a valued part of the organisation’s vision, while also catering to those who learn best through visuals. Direct emails, on the other hand, offer one-on-one engagement, helping individuals feel more connected to leadership. Similarly, presentations may appeal to analytical thinkers, providing the structure and depth they need.

By meeting these varied preferences, companies make it easier for employees to absorb information, stay involved, and feel aligned with organisational goals.

This will be especially crucial in the coming years as the number of Gen Zs joining the workforce is set to grow. These digital natives–exposed to a superior user experience using platforms like Amazon, Netflix, and Spotify–would expect a similar experience in their workplace. Therefore, companies must find a way to provide similar superior experiences or risk losing them.

Harnessing the power of AI for personalised communication

Artificial Intelligence can play a big role here. AI ensures the content is tailored to each audience, meeting their preferences and needs in real time. 

Combining AI and human interaction to complement each other can enhance personalisation, offering insights into people’s emotional states and allowing interactions to be more empathetic and responsive.

For instance, imagine starting a conversation via text that seamlessly transitions to a video call because AI recognises the need for deeper engagement. As AI evolves, these transitions will become more intuitive, enabling tools to adapt in real-time and providing a more seamless communication experience.

Traditional workplaces will also need to adjust to accommodate different cognitive styles, embracing neurodiversity as an asset. Diverse perspectives and communication styles can drive innovation, and the future lies in making communication seamless across platforms. Rather than pushing us in a particular direction, AI should support our communications in an empathetic and collaborative way.

Also Read: Leveraging AI for Growth: Learn about hyper-personalisation from the experts

As AI progresses, it should walk alongside us, helping us communicate with understanding and speed, not determining our path but supporting it.

Personalisation in Asia-Pacific: The role of cultural nuance

Personalisation is even more critical for success in markets like the Asia Pacific, which has multiple languages and diverse cultures, where people value more meaningful, authentic communication. Rather than just providing basic translations, brands and organisations should communicate accurately and respectfully to resonate authentically with users. 

Tools like Envoku become helpful here. Envoku is a platform launched by Live Group that leverages AI to revolutionise communication, engagement, and inclusivity across events, workplaces, and customer interactions. With a human-centred, data-driven approach, Envoku uses real-time data and a psychology-based profiling tool, AudienceDNA, to deliver personalised, empathetic interactions at scale. Rather than detaching from humanity, Envoku’s technology fosters meaningful connections by tailoring communications to individual needs and communication styles, proving that AI can enrich, not overshadow, genuine human engagement.

This communication platform supports a range of languages in addition to English and uses high-quality translation tools to capture the nuances of each language, covering a broad segment of the region’s user base. Companies and brands in Asia Pacific can leverage such tools to deliver personalised messages to their employees.

Brands can also use these insights to communicate with inclusivity in mind and align with diverse audiences. Today, customers and employees want to support brands that represent their values, whether it’s inclusivity, diversity, or mental wellness support. As the workforce mirrors global diversity, brands should aim to gain a deeper, authentic connection with employees and customers alike. Embracing diversity within the workforce and the audience isn’t just an ethical choice; it’s a smart business decision that builds long-term brand loyalty and engagement.

Personalised Communication is Key to a Thriving Workplace

In a world where meaningful connections are increasingly forged through digital interactions, personalisation in communication is no longer a luxury but a necessity. 

By understanding each employee’s unique communication preferences and harnessing the power of AI, companies can create a workplace where individuals feel seen, heard, and valued. As brands embrace personalised engagement, they foster a stronger internal culture and build a resilient, loyal workforce ready to thrive in an evolving world. 

Personalised communication is more than a trend; it’s the future of meaningful workplace connections.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

Join us on Instagram, Facebook, X, and LinkedIn to stay connected.

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This article was first published on November 18, 2024

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This week we saw the downfall of Sam Bankman-Fried’s FTX, highlighting the lack of communication that caught employees and client’s completely off guard. The importance of transparency in leadership becomes even clearer when it promotes a workplace culture of an open community and responsible behaviours by employees and leaders.

As we steer towards 2023, one key area NewCampus clients and learners focus on is cultivating an honest culture. 

Transparent leadership is the key to creating a culture of trust between leaders and their employees. Here’s how we’re seeing future-forward leaders put money where their mouth is.

Staying in the loop

Transparent leaders make sure that their teams are kept up-to-date and that they freely share information. These leaders keep their team in the loop, share information freely, and encourage open communication throughout the company.

Also Read: Follow the steps of these 35 growth leaders to The Big Leap Roadshow in Indonesia

Dan Harvey, the Head of Growth at ReverseAds, learned this lesson as a young manager working at a large hospitality brand when he spent his first month working in every role, be it in the kitchen, the front of the house, or anywhere else. The goal was for managers to work with the people they would be managing to understand their daily work and the pressures they face.

Rather than demanding ad hominem obedience, the transparent leader gains the buy-in and confidence of his employees by answering questions, hearing their concerns, and working with them. By acknowledging this, even developing policies that safeguard employees’ confidentiality, transparent leaders demonstrate that they care and they enjoy their employees’ respect and loyalty in return.

Jeremy Wong, Head of Strategic Partnerships at Atome, emphasises the value of empowering employees to learn on the job with the fear of making mistakes, especially early in the role.

By representing leaders as real people (rather than mysterious superiors hiding behind scary office doors), transparent leaders will gain a lot of understanding and support from their employees, who are then more willing to take bad news or open themselves to constructive feedback if they feel that they have a personal connection to their leaders.

Trust is underrated

The more transparent you are, the more you are likely to create a sense of trust among your team. The more transparent you are, the more people trust and respect you. It’s as simple as that.

With the crypto ecosystem in a loom, with potentially other platforms at risk of failure, lessons can be learnt from what drove projects like LUNA into catastrophic failure. The project, like many before them, lacked transparency.

The flaws in its tokenomic model and lack of diverse utilities eventually resulted in a too-easy loss of confidence and panic selling which eventually led to its demise.

Transparency leads to a meeting of minds between your employees and the leaders in your company; people know exactly what is expected of them and what needs to be done.

Priska Lampangateia, Head of Brand at GoToko exemplifies this. While numbers and deadlines are still important to GoToko, she ensures team members stay open and honest when they hit brick walls. The shared purpose and knowledge that their work is impacting help them get through higher-stress periods.

Transparency in leadership means keeping employees informed, sharing both good things and bad things (while not being too open about it), and welcoming candid feedback from members of your team. Transparency does not mean that you have no filters with your employees, but simply that you value honesty and open communication. 

Habit building starts early

Encouraging transparency means being forthright and leading by example. Encouraging transparency removes ambiguity and builds confidence among managers and employees while working to create healthy, happy, and fulfilling workplaces.

Also Read: What makes Bee Kheng Tay a remarkable leader

Evan Januli, VP of Brands and Marketing at Astro, creates a safe space for learning, space to make mistakes, even if it’s high stakes.

You might not have the power to instruct your leadership team to communicate more openly about the performance of the business, but that does not make you any less of an essential part of workplace transparency. 

Workplace transparency could mean executives sharing company information with their entire team or individual teammates sharing reviews among themselves and could even extend beyond walls to include what your organisation says to candidates, customers, and the general public. Start early.

Final thoughts

Transparency, as a value, is all about being open, honest, visible, and available as a leader. Ultimately, transparency builds an open, honest culture, which benefits all involved.

Transparency, combined with the willingness to acknowledge successes and mistakes, helps companies achieve a higher level of organisation. Being transparent means your business goals are shared with the rest of your organisation and understood well by your teams. 

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic

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This article was first published on November 28, 2022

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“Why would you choose to spend ten days in a self-imposed prison instead of ten days on a beach in Tulum?” Unsurprisingly that was the reaction of most of my friends when I announced I had signed up for a ten-day silent retreat called Vipassana.

I signed up because I was about to make some big changes in my life. I had just gone through a very abrupt divorce, and I was planning to move across the globe, so before that, I had promised myself that I would sit in silence to make sure this big decision was the right one.

Little did I know, this experience wouldn’t just help in that decision. Instead, it would do much more for me. 

It’s no surprise to me that Yuval Harari, the historian and best-selling author of “Sapiens” admitted that it is thanks to his annual silent retreat that he was able to write his three best-selling books.

Silent retreats haven’t yet gone mainstream, but I believe they will and here is why. 

What is the Vipassana silent retreat?

 No meat, egg or dairy. No talking. Not even looking people in the eyes. No computer, phone or notebook. Those are some of the rules of vipassana meditation, an ancient Buddhist meditation technique used to calm the mind through a strict code of silence.

The way to get started in practice is through a ten-day residential silent retreat. You get woken up at four am for a four-thirty start and meditate until nine pm.

There are breaks, six-thirty to eight am, eleven am to one pm, five to six pm. During the rest of the time, you are expected to be meditating.

Vegan food is served twice a day. Soon food becomes your only pleasure of the day, but you are instructed not to overeat as it’s easier to meditate on a light meal you soon learn. 

Also Read: A meditation guide for entrepreneurs from an entrepreneur

There is about one hour of teaching in the evening, that’s it.

This means you spend about 14 hours with your eyes closed, meditating. These strict rules force you to go inwards and observe what goes on in your mind when you do. It turns out that 90 per cent of what you tell yourself is fiction.

Vipassana teaches you to differentiate between fiction and reality

During the retreat, I imagined something terrible had happened to my family (I later found out they were all safe and healthy). I noticed myself going in circles over deep resentment towards my ex-husband, and I noticed myself imagining a lot of worst-case scenarios in all aspects of my life.

What struck me is that most of my thoughts were projections, assumptions, worries and thoughts that were not serving me.

I remember reading that 90 per cent of what we worry about never actually happens. While I sat there in silence, noticing my monkey mind with a magnifying glass and it struck me how I was creating my prison.

Vipassana helped me develop what I now call the “bullshit radar”. I can now quickly notice thoughts that aren’t productive and reframe my mind with thoughts that expand my world instead of shrinking it.  

Relearning how to focus again on a digitalised lifestyle

A study shows that the average attention span has dropped from twelve seconds to eight seconds due to the increasing digitalisation of the brain.

Vipassana taught me to focus on my breath for days, and little by little, I noticed myself redeveloping a sharp focus I hadn’t experienced in years. 

The first eight days were very painful for me. My back hurt from sitting in the same position for days, my legs kept falling asleep and being honest, I wondered why I had signed up for this torture!

On day eight, something strange happened, something I am still trying to comprehend, to be honest. I was fed up and tired of the retreat, and my legs and back were hurting so much no matter what position I moved into. The pain was constant.

As per the teachings, I focused on breathing and observing the pain instead of feeling it, and suddenly the pain dissolved entirely!

That’s right, the excruciating pain I felt for days was magically gone.

Also Read: 3 ways meditation will save your life in a challenging time

I later read that it’s as simple: what you focus on expands, so by focusing on my breath instead of the pain, my mind wasn’t paying attention to the pain anymore, and therefore I didn’t feel it anymore. 

How Vipassana made me a better angel investor

There is so much more to be said about the Vipassana practice, but my takeaways as an investor are the following:

• To be a good investor, I need to be able to do my due diligence instead of blindly following other investors.
• I also need to understand how solid and committed the team is.
• Since my retreat and developing the “bullshit radar”, I am better at putting my emotions and my bias aside to understand what a good investment is and what isn’t.   

Four months after the retreat: What has stuck with me?

• Focus – I relearned how to focus on something for more than a couple of minutes without getting distracted. As a result, my ability to do deep, focused work has been better than it has been for years.
• Becoming aware of my own bias – As an investor, I am more aware of my own bias and when my emotions get in the way of making sound investment decision-making. 

Remember, Vipassana is a daily practice. Once you stop practising, you lose it.

You may have read that you need 10,000 hours to achieve mastery of pretty much any skill; the same goes for Vipassana.

It’s not the ten-day silent retreat that has made me a better investor; it’s the daily practice of what I learned on the retreat that makes me a better investor.

If you have any questions, don’t hesitate to reach out to me via email at helena@toptierimpact.com or Instagram at @helenawasss.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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This article was first published on March 25, 2022.

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Southeast Asia (ASEAN) has experienced rapid economic growth. With a projected GDP growth rate of six-ten per cent per year compared to the global average of three-four per cent over the next five years, the region is on track to become the world’s fourth-largest economy by 2030.

With a literate population of 600 million and an even larger young working population (40 per cent of whom are under the age of 30), the digital economic boom, which is being sustained by emerging digital businesses and the digitalisation of traditional industries, indicates a significant increase in demand for skilled and qualified digital talent.

Even with the challenges in the market, the predicted ICT market growth rate of 1.4x – 1.8x will increase the demand for digital talent that must be met in order for the region to thrive.

While this is a great opportunity, it can also be a challenge for many companies in the region. According to a survey of 600 startup employees and 40 startup leaders from six ASEAN countries, nine out of 10 startups face difficulties in recruiting tech talent, and 91 per cent of employees are open to leaving their current positions, making the challenge of developing a sustainable recruitment strategy and scaling their teams ever-present.

GRIT Search, a technology recruiting platform, created a playbook based on the survey in collaboration with Southeast Asian venture capital firm Alpha JWC Ventures and global consultancy firm Kearney to help companies compete for the best and brightest.

Employees need and want a strong company culture

Aside from monetary rewards (78 per cent) and employee benefits (68 per cent), employees rank the firm’s culture as the third most important aspect of their job (57 per cent). Getting the culture right also helps companies address the second driving factor for talent exits – misalignment with company vision and culture (25 per cent), which is also the most commonly chosen reason for talent leaving their companies in Singapore and Indonesia.

While culture is highly intangible, it has very tangible effects, such as improved financial performance and customer satisfaction due to increased productivity and firm margins, as well as higher dedication to customers due to more motivated and committed employees. As a result of the increased employee engagement, job satisfaction and turnover rates have decreased.

Also Read: ‘In Web3, talent is hard to find and expensive’

Open communication, such as encouraging one-on-one conversations between employees and formal mentors/senior executives, leaders empowering their team members to offer their ideas and speak their minds, as well as having a company-wide discussion around big conversations, all contribute to creating a culture in which employees feel welcome, accepted, and respected.

Leadership, in particular, bears the primary responsibility of shaping a company’s culture and establishing a positive tone for the organisation. Middle management is critical to creating team cultures, executing firm values, and communicating employee feedback to upper management, who are then able to translate the collated feedback into actionable suggestions for improvement.

Having frequent open-feedback cycles with employees and within teams keeps everyone on the same page, working for the betterment of the company while also ensuring employees’ needs are met.

No surprise, employees want fair compensation

Unsurprisingly, 78 per cent of employees rank compensation as the most important aspect of their job, and it is the primary reason for 32 per cent of employees seeking new opportunities. Employers are expected to provide desirable and appealing benefits packages in order to attract and retain top talent.

Competitive, merit-based compensation principles that encourage long-term loyalty are ideal. Companies can leverage different compensation structures by having regular salary benchmarks and variable pay incentives as a reward for good performance, especially for early-stage startups that may not have the luxury of offering generous salaries to their talents, such as equity or employee benefits.

Employee benefits were ranked as the second most important aspect of a job by 68 per cent of those polled. These benefits range from HR-related benefits such as medical coverage, as well as personalised rewards for birthdays and work anniversaries that recognise each employee’s uniqueness, to employee development benefits such as consistent upskilling and development opportunities, mentoring, and career flexibility.

Furthermore, with a lack of growth opportunities being cited as the third primary driver of talent exit, it has become even more critical to provide ample opportunities for talent to grow and enhance their skills. Companies can maintain their competitiveness by providing an avenue for their talent to flourish and consistently develop their abilities, whether by investing in tailored learning and development programmes or simply allowing them time off to pursue such courses.

However, rather than simply providing such benefits, organisations must be able to communicate the details and value of their compensation packages, as many employees may be unaware of their worth.

From offer letters and long-term incentive plan documents to employee onboarding handbooks, effective communication of the rewards packages provides clearer visibility, understanding, and transparency of the package value while increasing employee motivation.

Your recruitment strategy should reflect the stage of your business

Employers will undoubtedly have to modify their hiring strategies depending on the company’s current stage. For example, during the early stages of product validation, the company’s hiring priorities would frequently be to build their product & technology, marketing, and business development teams in order to gain traction among their target audience.

Also Read: Managing talent in an economic downturn

Once they have a dedicated user base and consistent revenue streams, the focus shifts to market-share dominance, diversifying their revenue and profitability, as a result, they would seek stronger C-level hires while expanding their data analytics teams to drive expanded business and market opportunities.

Furthermore, the key challenges for companies differ according to the stage, with early-stage firms facing a greater problem with compensation and later-stage firms and corporates facing a greater problem with perceived corporate branding.

Notably, when it comes to talent retention, the top reasons for employees to consider new opportunities are competitive rewards and compensation (32 per cent), misalignment with the company and vision (25 per cent), and a lack of growth opportunities (23 per cent), with companies in each country choosing a different reason.

Employees are more likely to leave early-stage organisations for new opportunities due to misalignment with the company and vision, whereas late-stage startups are more likely to lose their talent due to competitive rewards and compensation. As a result, the first step toward developing a successful recruitment strategy is to understand your current situation and tailor your strategies to your hiring requirements.

How to stay ahead of the competition

Finally, the art of developing one’s recruitment strategies can be perplexing and intimidating due to the numerous moving parts to keep track of. In order to succeed and effectively grow and scale teams in the new workforce era, companies must tailor their recruitment strategies to their employees.

Organisations are at a tipping point where they can still make effective changes to attract, retain, and engage tech talent, from compensation and employee benefits, to adapting their company culture to create cohesive employee branding.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic

Join our e27 Telegram group, FB community, or like the e27 Facebook page

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This article was first published on January 5, 2023

The post How to scale talent in Southeast Asia during unprecedented times appeared first on e27.